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Retiring the Generation Gap
Book

Retiring the Generation Gap

How Employees Young & Old Can Find Common Ground

Jennifer J. Deal
Jossey-Bass, 2006

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Editorial Rating

8

Qualities

  • Innovative
  • Applicable

Recommendation

This ambitious book, based on a seven-year survey of more than 3,200 employees, examines how different generations view the workplace. Author Jennifer Deal handles the difficult task of presenting, distilling and interpreting the data according to age group and worker status. Her use of applicable real-life scenarios is effective in helping managers implement these findings, but the presentation of research data makes for weighty reading. getAbstract recommends this book to managers who have problems with intergenerational tensions at work, though Deal concludes that the generation gap is overrated and employees of all ages desire many of the same things.

Take-Aways

  • You can narrow the office generation gap between older baby boomers and younger workers.
  • To study the generation gap, San Diego's Center for Creative Leadership (CCL) surveyed 3,200 people born between 1925 and 1986.
  • The survey found that each generation has similar values, though they may express them differently.

About the Author

Jennifer J. Deal is a research scientist at the Center for Creative Leadership (CCL) in San Diego, California, where she manages the World Leadership Survey and the Emerging Leaders research project.

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    E. Z. 6 years ago
    This book looks very interesting and is very applicable in my job, where we have people with different ages, and we need to detect common fields in order to focuse and priorice the efforts and budgets to get more benefits and happiness from people.
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    W. G. 9 years ago
    Great information in this book. The ten principles were very helpful.
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    A. 1 decade ago
    Deal puts her focus on the similarities rather than on the differences between generations. Everybody wants respect and trusted relationships with co-workers and management. Learning opportunities, coaching and direct feedback are also appreciated throughout all generations. In the end, loyalty depends on context (team environment, incentives, opportunities) and not on the generation. Interesting perspective!